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PEACE RIVER REGIONAL DISTRICT
COMMITTEE OF THE WHOLE MEETING AGENDA
Thursday, June 13, 2019 – 10:00 a.m.
Location: Regional District Office Boardroom
1981 Alaska Avenue, Dawson Creek, BC 1. CALL TO ORDER: 2. ADOPTION OF AGENDA: 3. GALLERY COMMENTS OR QUESTIONS: 4. DELEGATION: 10:00 a.m. 4.1 Morrison Hershfield (by invitation of the Board) Re: Waste to Energy Konrad Fichtner, Global Waste Practice Leader 5. REPORT: 5.1 April 23, 2019 – Shawn Dahlen, Chief Administrative Officer – 2019-2022 Draft Strategic Plan 6. NEW BUSINESS: 7. MEDIA QUESTIONS: 8. ADJOURNMENT:
THERMAL TREATMENT SUMMIT: Presented to PRRD Board
13 June, 2019
4.1
June 13, 2019
Senior professional with over 30 years' solid waste experience.
Leads Global Waste Practice at Morrison Hershfield.
Experience across Canada and internationally.
Specializations: Waste-to-energy.
Organics management, composting, anaerobic digestion.
Waste processing, recycling.
Integrated systems and planning.
Introduction: Konrad Fichtner, P. Eng.4.1
June 13, 2019
The role of waste-to-energy (WTE).
How WTE works.
What does it cost?
Environmental and health impacts.
Issues to be aware of.
Common myths.
Questions and discussion.
What We Will Talk About Today4.1
June 13, 2019
Objective: Waste-to-Energy Overview
Thermal Systems Thermal treatment or conditioning. Conversion technologies. Mass burn combustion. Gasification; pyrolysis.
Biological Systems Anaerobic digestion. Landfill gas recovery.
Waste to Fuels Refuse-derived fuel. Bio-drying. Hydrothermal carbonization (HTC).
4.1
June 13, 2019
4th R - Recovery of energy and materials after the first 3Rs, prior to disposal
Where Does WTE Fit In?
Reduce
Reuse
Recycle
Residuals
Recovery
4.1
June 13, 2019
The Role of WTE in an Integrated System
With recycling and organics treatment:
Recycling
Landfill Landfill
Thermal
Treatment
Organic
Treatment
4.1
June 13, 2019
Thermal WTE Technologies
Source: WSP Environmental
Ltd for the Government of
Western Australia,
Department of Environment
and Conservation
May 2013
4.1
June 13, 2019
How Thermal WTE Works
Technologies offer different ways of releasing the energy in the waste.
Conventional WTE systems are essentially power plants that use waste as fuel instead of natural gas, coal or wood.
Advanced WTE systems use heat to convert the energy in the waste into a gas that can be burned for power or converted to fuel (for burning).
4.1
June 13, 2019
Conventional waste to energy
Electricity
Combustion Energy RecoveryFeedstock
PreparationFlu Gas Cleaning
Bottom Ash Fly Ash
Exhaust
(60160 Waste to Energy 14Feb06.vsd)
Steam Heating
4.1
June 13, 2019
Advanced thermal technologies: gasification/pyrolysis
Electricity
Gasification or
PyrolysisSyngas Cleaning
Feedstock
PreparationEnergy Recovery
Char / Ash
Exhaust
Gas Turbine
or Recip.
EngineSteam
Residue /
Ash
(60160 Waste to Energy Pyrolysis 14Feb06.vsd)
4.1
June 13, 2019
Waste-to-Energy Facilities
In Canada, 5 major facilities.
In USA, 75.
In Europe, 492.
Distribution of waste incineration in percentage of residual waste after recycling
Source:IEA Bioenergy https://www.ieabioenergy.com/wp-
content/uploads/2014/03/ExCo71-Waste-to-Energy-Summary-and-
Conclusions-28.03.14.pdf
4.1
June 13, 2019
Burnaby, BC, Mass Burn Facility
Operational since 1988.
280,000 tonnes per year.
Numerous environmental upgrades.
Meets all air emission standards.
Recent operational issues with fly ash (resolved).
4.1
June 13, 2019
York Durham WTE
Newest WTE plant in Canada - started operations in 2016.
Mass burn technology.
Capacity: 140,000 tonnes per year, upgrading to 160,000.
Ultimate Capacity: 400,000 tonnes per year.
4.1
June 13, 2019
Wainwright, AB, WTE
Built as demonstration facility in 1995.
10,000 Tonnes per year.
Energy recovery steam for nearby canola plant.
Burns MSW and medical waste.
Recently shut down.
4.1
June 13, 2019
Other WTE Facilities in Canada
Region of Peel: privately owned and operated facility; 180,000 tonnesper year (electricity).
Quebec City (Ville de Quebec): 300,000 tonnes per year (steam for industrial uses, district energy being considered).
PEI: operations began in 1983; currently 25,000 tonnes per year MSW and wood (steam and hot water for district heating), being expanded to about 50,000 tonnes per year plus improvements to air pollution control system.
4.1
June 13, 2019
Facilities in USA4.1
June 13, 2019
Facilities in Europe4.1
June 13, 2019
Gasification
Plant in Edmonton.
Compost residuals to Methanol.
100,000 tonnes per year.
Operation intermittent.
Commissioning since 2012.
Final product ethanol.
4.1
June 13, 2019
Mechanical process to prepare waste for burning by third party.
Dry RDF can be fluff or pellets; can be stored and transported.
Refuse-Derived Fuel (RDF)4.1
June 13, 2019
Applicable for organic materials only.
Naturally occurring heat during aerobic decomposition is used for drying (similar to composting).
Makes a dry biogenic alternate solid fuel (can displace wood or coal in industrial facilities).
Bio-Drying4.1
June 13, 2019
Mimics natural process of coal formation.
Suitable for all forms of organic materials, including plastics, yard waste, food, biosolids, waste wood, non-recyclable paper, etc.
Bio-coal has high heating value, high energy density, and can be stored and transported.
First demonstration plants being built.
Technology to watch.
Hydrothermal Carbonization (HTC) 4.1
June 13, 2019
Anaerobic Digestion (AD) Bacteria degrade organics and form
methane.
Methane is captured and cleaned.
Can be burned as fuel or
Upgraded to natural gas quality(to be used as fuel).
Biological WTE4.1
June 13, 2019
Anaerobic Digestion Pictures4.1
June 13, 2019
Bioreactor Landfill
Courtesy SSWM
4.1
June 13, 2019
Energy Comparison
Potential kWh per tonne of waste
0
100
200
300
400
500
600
700
800
Thermal WTE
Gasification WTE
Anaerobic Digestion
Bioreactor Landfill
4.1
June 13, 2019
Waste Diversion Potential
Thermal WTE
Takes 100% of residual waste after recycling. 75% converted to energy.
25% to landfill as ash by weight (10% to landfill by volume).
Biological WTE
Takes 35 – 40% of waste (organic portion). 60% to 65% still goes to landfill.
About half of the diverted organics become compost.
The rest goes towards making energy.
4.1
June 13, 2019
Landfill Reduction
What still goes to landfill in % by weight
0
20
40
60
80
100
120
Thermal WTE Gasification WTE Anaerobic Digestion Bioreactor Landfill
4.1
June 13, 2019
Cost Comparison, Capital and Operating
0
50
100
150
Thermal WTE Gasification WTE Anaerobic Digestion Bioreactor Landfill
$ per tonne comparative estimates, including capital repayment and revenues
from the sale of energy
4.1
June 13, 2019
Economies of Scale for Thermal WTE
Courtesy Ramboll (developed
for York – Durham)
4.1
June 13, 2019
Environmental Issues
Air Emissions Emission standards more stringent than for most wood-fired power
plants or industrial boilers.
In Europe, air emissions from WTE considered irrelevant compared to industry and transportation.
Residues from Thermal Systems Bottom ash generally safe to dispose in landfill or use as cover.
Fly ash (5%) needs to be stabilized before landfilling.
AD residue is compost, which can be land-applied.
4.1
June 13, 2019
Recent Health Risk Study Durham/York, ON
Conclusion from Durham’s Extensive Human Health and Ecological Risk Assessments. (Paper Published in 2013)
http://www.sciencedirect.com/science/article/pii/S0048969713007869
Extensive human health and ecological risk assessments (HHRA and ERA, respectively) were undertaken. Overall, results of the ERA indicated that chemical emissions from the proposed EFW facility would not lead to any unacceptable risks to ecological receptors in the local risk assessment study area under either the initial operating design capacity of 140,000 tonnes per year or the maximum design capacity of 400,000 tonnes per year.
4.1
June 13, 2019
Studies (UK and Spain)
Brief Summary of Imperial College (UK) study (2013) Main conclusion: Most importantly, the authors conclude that the modeled PM10 impacts of both facilities were “extremely low”, in fact, so low that it would not be possible to validate the modeling because the concentrations are below the limit of detection for ambient air measurements. The authors focused on two WTE plants in the UK .
• Long-term monitoring of dioxins and furans near a municipal solid waste incinerator: human health risks (Tarragona, Spain). http://wmr.sagepub.com/content/30/9/908.full.pdf showed that the facility “… does not produce additional health risks for the population living nearby.
4.1
June 13, 2019
Technology Contribution to GHG
Source: The Climate Change Mitigation Potential of the Waste Sector, German Federal Environmental Agency, 2015
4.1
June 13, 2019
Issues When Considering WTE
Feedstock Supply How much feedstock can be guaranteed for 20 years?
What quality of feedstock (composition of waste) is expected?
Maturity of Technology Full-scale (same as proposed) commercial operating plants?
Can these plants be visited?
Risk If new technology, appetite for risk?
Work with qualified specialists to assess and quantify risk.
Financing Is the business case solid for bank financing?
Other financing and costs?
4.1
June 13, 2019
More Issues When Considering WTE
Site Has a suitable site been selected?
Is it strategically located (utilities, roads, etc.)?
Permits Will the facility likely be permitted?
Will the chosen technology meet all environmental requirements?
Identify barriers.
Public Acceptance How will a WTE facility be received locally?
Offtake Agreements Can the power and heat be sold with long term agreements?
4.1
June 13, 2019
Thermal WTE has no future. False: there are 800 plants worldwide and over 400 in Europe, with
many new ones on the way.
But: newer more specialized technologies in the future.
WTE will eliminate the need for landfills. False: landfills will be needed for ash, for downtime, and to handle
growth.
Thermal WTE will reduce recycling. False: those countries with the highest WTE also have the highest
recycling.
Myths – True or False4.1
June 13, 2019
Does WTE Reduce Recycling?4.1
June 13, 2019
Revenues from WTE can pay for everything and put money back into the community. False: Capital and operating costs are too high to be fully offset by
energy revenues.
WTE systems always cost more than landfills. False: While often true where landfill costs are low, there are cases
where it can make financial sense (see graph in next slide).
Myths (continued 2)4.1
June 13, 2019
Long-term WTE Costs Versus Landfill
Landfill
WTE
4.1
June 13, 2019
Emerging technologies carry a high risk. True: Many promises are made, but most cannot deliver.
Burning waste can cause health issues. False: Modern MACT (Maximum Available Control Technology)
systems have not been linked to health issues.
Note: Older facilities that do not meet MACT or facilities not properly operated and monitored may need to be upgraded to protect environment and public health.
Myths (continued 3)4.1
June 13, 2019
WTE is too expensive for smaller communities: True: In most cases, maximized recycling and landfill will be less
costly (if landfill capacity is available).
AD is growing worldwide and pays for itself: False: AD plant construction in Germany has slowed dramatically
because subsidies have been reduced.
Low energy prices hurt WTE projects. True: Even large-scale plants need good energy revenues to keep
tipping fees reasonable.
Myths (continued 4)4.1
June 13, 2019
WTE facilities will never be sited anywhere close to anyone. False: see location of WTE plant in downtown Paris.
Myths (continued 5)4.1
June 13, 2019
REPORT
Staff Initials: Dept. Head: CAO: Page 1 of 1
To: Chair and Directors Date: April 23, 2019
From: Shawn Dahlen, Chief Administrative Officer
Subject: 2019 – 2022 Strategic Plan Draft
RECOMMENDATION: [Corporate Unweighted]That the Regional Board adopt the 2019-2022 Strategic Plan as presented.
BACKGROUND/RATIONALE:On February 15/16, 2019 the Board participated in a Strategic Planning Workshop. From that workshop, a2019-2022 Strategic Plan was developed for the Peace River Regional District Board. This plan is intendedto provide strategic direction in decision making over the coming years. The plan focuses on: (1)Organizational Effectiveness; (2) Partnerships; (3) Responsive Services Delivery; and (4) Advocacy.
ALTERNATIVE OPTIONS:1. That the Regional Board provide further direction.
STRATEGIC PLAN RELEVANCE:If adopted, the 2019-2022 Strategic Plan will come into effect immediately.
FINANCIAL CONSIDERATION(S):None.
COMMUNICATIONS CONSIDERATION(S):If adopted, the 2019-2022 Strategic Plan will be made public. The PRRD team will amend departmentalplans to correspond with the Board’s Strategic Plan moving forward.
OTHER CONSIDERATION(S):None.
Attachments:1. PRRD Strategic Focus Area2. PRRD Strategic Plan 2019-2022
Referred from the May 30, 2019 Committee of the Whole Meeting for discussion
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
We see a bright and prosperous future for our region. We also acknowledge the economic vulnerabilities of our resource sector and the impacts on our region from a changing climate. Looking to the future, we must strive for increased diversity within our region’s economy and ensure our services are able to respond to and reduce the risks to our communities from the increasing frequency of natural events and disasters.
OUR ROLEThe PRRD plays a vital role in providing a variety of regional, sub-regional and local services that are valued by our residents and contribute to a high quality of life. We collaborate with other local governments, First Nations, agencies and volunteer organizations to deliver services and address challenges and needs in the region. As a regional government, we provide leadership and use our influential, collective voice to advocate on behalf of our residents, businesses and industry in support of a prosperous economy, a healthy natural environment and liveable communities.
OUR APPROACHAs we fulfill our obligations and responsibilities as a regional government, the PRRD will:
• COMMUNICATE AND ENGAGE with our constituents tounderstand their interests as well as foster a better understanding of the Regional District’s role and services.
• COLLABORATE AND COOPERATE with our partners toenhance the effectiveness of our efforts and resources.
• be CONSISTENT in the application of our policies anddecisions.
STRATEGIES ACTIVITIES TARGETS
1. Develop a corporate Asset Management Program
a) Develop an asset management policyb) Complete inventory of assetsc) Undertake condition assessments for all
PRRD owned assets d) Determine service expectations for all
assetse) Identify funding and investment
strategiesf) Adopt asset management plan
• Q4 2019• Q4 2019• 2020
• 2021
• 2021
• 2022
2. Comprehensive Policy Review
a) Inventory, assess and prioritize existing governance and administrative policies to identify gaps or
b) Revise and amend policies on a priority basis
• Q4 2019
• 2021
3. Support and Develop our Human Resources
a) Establish a corporate employee development program
b) Review and update performance review process
c) Develop an employee retention and recruitment strategy
• Q4 2019
• Q4 2019
• Q4 2020
4. Develop Performance Reporting System
a) Create an Annual Report that aligns with the Strategic Plan
b) Implement a quarterly reporting structure to Board
c) Investigate and implement performance reporting systems/technology platforms
• Q3 2019
• Quarterly
• Q4 2019
STRATEGIES ACTIVITIES TARGETS
1. Collaboration with Local and First Nations governments
a) Identify overlaps, duplications or gaps in service with partnering governments.
b) Identify and pursue Community to Community Forum program opportunities.
c) Develop policy for establishment of service agreements
• 2019
• 2019
• Q3 2019
2. Inter-provincial collaboration with Alberta local governments
a) Identify gaps and opportunities for cooperation at 2019 Inter-Provincial meeting.
b) Establish follow-up and accountability framework for inter-provincial outcomes.
• 2019
• 2019
STRATEGIES ACTIVITIES TARGETS
1. Review and Amend Solid Waste Management Plan
a) Undertake public and stakeholder consultation/engagement process
b) Issue Request for Expressions of Interest for alternative waste management/disposal
c) Amend Solid Waste Management Plan
• Q4 2019
• 2019
• 2019
2. Enhance Emergency Planning and Response Capacity
a) Provide training to Board of Directors on Emergency Management roles and responsibilities
b) Increase capacity within the Emergency Management Division
c) Formalize and adopt a Collaborative Emergency Management Model
d) Formalize an Inter-Agency cooperation framework with provincial and federal agencies and organizations
e) Develop and implement a public education program for emergency preparedness
• 2019
• 2019
• 2020
• 2022
• 2022
TOPICS AUDIENCE
1. Increased broadband connectivity for rural communities - Situational/Gap Analysis and Investment
• Ministry of Jobs, Trades and Technology
• Federal Ministry of Infrastructure and Communities and Rural Economic Development
• Private Service Providers• NCLGA, First Nations, Industry
2. Senior’s Housing – Needs Assessment and Investment
• Northern Health• Ministry of Health• Community Partners and Agencies
3. Emergency Response Capacity for Local Governments
• Ministry of Public Safety and Solicitor General
• NCLGA• UBCM
Organizational Effectiveness Responsive Service Delivery
AdvocacyPartnerships
Strategic Focus Areas
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
Strategic Plan2019-2022Rev
iewed
by th
e Boa
rd May
16, 2
019
5.1
June 13, 2019
Table of ContentMessage from the Chair 2
Peace River Regional District Map 3
Our Region, Our Future 4
Our Role - Our Approach 5
Purpose of the Strategic Plan 6
Strategic Focus Areas 7
Organizational Effectiveness 7
Partnerships 8
Responsive Service Delivery 9
Advocacy 10
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
Message from the ChairThe 2019-2022 Strategic Plan refl ects the aspirations of the Peace River Regional District (PRRD) Board and provides focus and clarity to guide the PRRD to tactically focus energy and resources, strengthen operations, and ensure that the organization and its employees are working toward common goals and objectives.
Over the next three years the Board will be working towards: ensuring that the PRRD is functioning in a prudent and effective manner, and that operations and policies are consistent; enhancing the effectiveness of service delivery, and advocacy through the pursuit of local, regional and inter-provincial partnerships; ensuring that services provided to the regions’ residents and communities are responsive; and to ensure that the Board represents and advances the interests of the region with the Provincial and Federal governments and other agencies. The plan takes into account the evolving needs of citizens and the communities in the region. The strategic plan is intended to be a living document that may evolve through updates, be expanded as needed, and serve a different purpose over time. The strategic plan will support and enable the Board to fulfi ll its obligations and responsibilities as a regional government to communicate and engage with the regions constituents; collaborate and cooperate with regional partners; and to be consistent in the application of PRRD policies and decisions.
Chair Bradley SperlingPeace River Regional District
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
B
C
E
DJurisdiction Area (Hectares) 2016
Chetwynd 6362 2503Dawson Creek 2437 12178Fort St. John 2627 20155Hudson's Hope 82736 1015Pouce Coupe 206 792Taylor 1709 1469Tumbler Ridge 155897 1987Electoral Area B 8,610,300 5,628Electoral Area C 57,745 6,772Electoral Area D 1,170,680 5,920Electoral Area E 1,635,514 2,949
Total 11,726,213 61,368
E
D
C
B
E
D
C
B
Electoral Area E
District of Chetwynd
District of Dawson Creek
City of Fort St. John
District of Hudson`s Hope
Village of Pouce Coupe
District of Taylor
District of Tumbler Ridge
Member Municipalities
Electoral Areas
Electoral Area B
Electoral Area C
Electoral Area D
Peace RiverRegional District
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
Our Region, Our FutureThe Peace River Regional District is comprised of distinct and unique communities, each with their own strengths, values and aspirations. The region is shaped by its roots in agriculture and its culture of independence, resilience and compassion for others. With a thriving resource-based economy, an array of services and amenities and a variety of striking and inspiring landscapes, our residents enjoy a rewarding quality of life.
We see a bright and prosperous future for our region. We also acknowledge the economic vulnerabilities of our resource sector and the impacts on our region from a changing climate. Looking to the future, we must strive for increased diversity within our region’s economy and ensure our services are able to respond to and reduce the risks to our communities from the increasing frequency of natural events and disasters.
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
Our RoleThe PRRD plays a vital role in providing a variety of regional, sub-regional and local services that are valued by our residents and contribute to a high quality of life. We collaborate with other local governments, First Nations, agencies and volunteer organizations to deliver services and address challenges and needs in the region. As a regional government, we provide leadership and use our infl uential, collective voice to advocate on behalf of our residents, businesses and industry in support of a prosperous economy, a healthy natural environment and liveable communities.
Our ApproachAs we fulfi ll our obligations and responsibilities as a regional government, the PRRD will:
• COMMUNICATE AND ENGAGE with our constituents to understand their interests as well as foster a better understanding of the Regional District’s role and services.
• COLLABORATE AND COOPERATE with our partners to enhance the effectiveness of our efforts and resources.
• be CONSISTENT in the application of our policies and decisions.Rev
iewed
by th
e Boa
rd May
16, 2
019
5.1
June 13, 2019
Purpose of the Strategic PlanThe 2019-2022 Strategic Plan was developed by the Board to ensure that our decisions, activities and policies are aligned with our vision and goals. The plan addresses the most signifi cant opportunities and challenges facing the region and supports the continued provision of quality services, amenities and infrastructure for our citizens. The plan will inform the development of our annual budgets and departmental work plans. Quarterly reports to the Board and the Annual Report will provide an opportunity to review and communicate progress in achieving the Board’s goals and update the plan as necessary.
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
STRATEGIES ACTIVITIES TARGETS
1. Develop a corporate Asset Management Program
a) Develop an asset management policy
b) Complete inventory of assetsc) Undertake condition
assessments for all PRRD owned assets
d) Determine service expectations for all assets
e) Identify funding and investment strategies
f) Adopt asset management plan
• Q4 2019
• Q4 2019• 2020
• 2021
• 2021
• 2022
2. Comprehensive Policy Review
a) Inventory, assess and prioritize existing governance and administrative policies to identify gaps or defi ciencies
b) Revise and amend policies on a priority basis
• Q4 2019
• 2021
3. Support and Develop our Human Resources
a) Establish a corporate employee development program
b) Review and update performance review process
c) Develop an employee retention and recruitment strategy
• Q4 2019
• Q4 2019
• Q4 2020
4. Develop Performance Reporting System
a) Create an Annual Report that aligns with the Strategic Plan
b) Implement a quarterly reporting structure to Board
c) Investigate and implement performance reporting systems/technology platforms
• Q3 2019
• Quarterly
• Q4 2019
Strategic Focus Areas1. Organizational Effectiveness
GoalTo ensure the PRRD is functioning in a prudent and effective manner and operations and policies are consistent with, and refl ective of local government legislative requirements and best practices.
Why?A well-functioning organization with an appropriate allocation of resources and effort contributes to effective and effi cient delivery of services, supports the retention and recruitment of staff and safeguards the organization from risk and liability.
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
STRATEGIES ACTIVITIES TARGETS
1. Collaboration with Local and First Nations governments
a) Identify overlaps, duplications or gaps in service with partnering governments.
b) Identify and pursue Community to Community Forum program opportunities.
c) Develop policy for establishment of service agreements
• 2019
• 2019
• Q3 2019
2. Inter-provincial collaboration with Alberta local governments
a) Identify gaps and opportunities for cooperation at 2019 Inter-Provincial meeting.
b) Establish follow-up and accountability framework for inter-provincial outcomes.
• 2019
• 2019
2. Partnerships
GoalTo enhance the effectiveness of our service delivery and advocacy through the pursuit of local, regional and inter-provincial partnerships.
Why?There are many benefi ts and advantages to be achieved through cooperation and collaboration with partners within the region and adjacent to our region. Economies of scale and expertise can reduce costs and enhance productivity, while a collective voice on important issues in the region can positively infl uence decisions and policies of government.
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
3. Responsive Service Delivery
GoalTo ensure services provided to our residents and communities are responsive to the signifi cant issues and demands facing our region now and into the future.
Why?Our region is increasingly facing impacts from climate change, growth and development. We must ensure that our services and infrastructure are responsive and resilient and that we are able to anticipate and respond effectively to natural hazard events throughout our region.
STRATEGIES ACTIVITIES TARGETS
1. Review and Amend Solid Waste Management Plan
a) Undertake public and stakeholder consultation/engagement process
b) Issue Request for Expressions of Interest for alternative waste management/disposal
c) Amend Solid Waste Management Plan
• Q4 2019
• 2019
• 2019
2. Enhance Emergency Planning and Response Capacity
a) Provide training to Board of Directors on Emergency Management roles and responsibilities
b) Increase staffi ng capacity within the Emergency Management Division
c) Formalize and adopt a Collaborative Emergency Management Model
d) Formalize an Inter-Agency cooperation framework with provincial and federal agencies and non-profi t organizations
e) Develop and implement a public education program for emergency preparedness
• 2019
• 2019
• 2020
• 2022
• 2022
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
4. Advocacy
GoalTo represent and advance the interests of the region with other levels of government and agencies responsible for providing governance and services in our region.
Why?Issues facing our local communities and the region can often be overlooked or underestimated by other levels of government. As a regional district, we have the benefi t of a strong, collective voice to infl uence decisions and policies through strategic advocacy efforts.
TOPICS AUDIENCE
1. Increased broadband connectivity for rural communities - Situational/Gap Analysis and Investment
• Ministry of Jobs, Trades and Technology
• Federal Ministry of Infrastructure and Communities and Rural Economic Development
• Private Service Providers• NCLGA, First Nations, Industry
2. Senior’s Housing – Needs Assessment and Investment
• Northern Health• Ministry of Health• Community Partners and
Agencies
3. Emergency Response Capacity for Local Governments
• Ministry of Public Safety and Solicitor General
• NCLGA• UBCM
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
Review
ed by
the B
oard
May 16
, 201
9
5.1
June 13, 2019
